Motivating for Performance
Chapter Thirteen
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Learning Objectives
LO 1 Identify the kinds of behaviors managers need to motivate in people.
LO 2 List principles for setting goals that motivate employees.
LO 3 Summarize how to reward good performance effectively.
LO 4 Describe the key beliefs that affect peoples’ motivation.
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Learning Objectives (cont.)
LO 5 Discuss ways in which people’s individual needs affect their behavior
LO 6 Define ways to create jobs that motivateLO 7 Summarize how people assess fairness and
how to achieve itLO 8 Identify causes and consequences of a
satisfied workforce
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Motivating for Performance
Motivation Forces that energize,
direct, and sustain a person’s efforts.
Managers must motivate people to: join the organization, remain in the
organization come to work
regularly
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Reinforcing Performance
Law of effect A law formulated by
Edward Thorndike in 1911 stating that behavior that is followed by positive consequences will likely be repeated.
Reinforcers Positive
consequences that motivate behavior.
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Reinforcing Performance
Positive reinforcement Applying
consequences that increase the likelihood that a person will repeat the behavior that led to it.
Negative reinforcement Removing or
withholding an undesirable consequence.
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Performance -Related Beliefs
Expectancy theory A theory proposing that people will behave
based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome.
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Maslow’s Need Hierarchy
Maslow’s need hierarchy A conception of
human needs organizing needs into a hierarchy of five major types.
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Alderfer’s ERG Theory
Alderfer’s ERG theory A human needs
theory postulating that people have three basic sets of needs that can operate simultaneously.
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Job Rotation, Enlargement, and Enrichment
Job enrichment Changing a task to
make it inherently more rewarding, motivating, and satisfying.
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Herzberg’s Two-Factor Theory
Hygiene factors Characteristics of the
workplace, such as company policies, working conditions, pay, and supervision, that can make people dissatisfied
Motivators Factors that make a
job more motivating, such as additional job responsibilities, opportunities for personal growth and recognition, and feelings of achievement
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